Even the best subject matter experts can struggle with the complexity of people management that comes along with a promotion. What's more, in the future, as artificial intelligence permeates work, employees at every level will see an increase in higher value work, earlier in their careers. This only elevates the skill level demands of management, and first-time managers in particular, increasing the need for power skills like systems thinking, strong communication, and collaborative learning and leadership.
On July 18, 2023, Oji Life Lab, along with The Harris Research released results of nationwide research that examined the performance impact of first-time managers. There is also a comparison to “the best manager you’ve ever had”, and indicates an underperformance factor of 3.5 to 4X! This performance comparison, represents quite a learning curve. Impressions of specific performance parameters, strongly suggests first-time managers struggle handling difficult situations, providing feedback, running a productive meeting, reducing conflict, and making decisions. This negative experience can impact the long-term perspective of employees and suppress team, department, process, and company performance. The stress of the entire team is undoubtably worsened, and the first-time manager is a natural (unfair) target. What is worse, as employee engagement declines, workplace stress rises. The 2023 Gallup State of the Workplace Survey assigned a factor of "2x more likely" for unengaged employees to say the previous day generated A LOT of stress.
Here are the biggest take-aways from the survey results:
First-time managers are more likely to foster a general lack of confidence in management. This could create a “bad taste” or "halo effect"-a general lack of confidence in management, not only in the manager, but also in the leadership that promoted an employee prematurely, against better judgement, or did not provide support during the transition. Indeed, there are specific results that indicate this is the case (e.g., increase in degree of loss of confidence in the company overall, desire to leave the company, etc.). As baby boomers retire, first-time managers will be a more frequently selected fallback option.
First-time managers are more likely to negatively impact agility, effectiveness, and employee engagement. The undeveloped soft skills of first-time managers, negatively impacts the work environment and operations. This includes decision making, problem solving, feedback, redirection, and most importantly employee engagement. Gallup estimates that 70% of team engagement is attributable to the manager! For the first-time manager, this often has roots in confidence levels, as first-time managers struggle to understand who to trust, and what to undertake. This stifles momentum today and the momentum of tomorrow is constrained, because innovation and ideation are also suppressed. Unless KPI performance is immediately impacted, this is a loss you may never realize since you won’t know what could have been.
If the first-time manager is an external hire, the company learning curve, politics, and silos often stifle progress. If an internal candidate was passed over, this can be a very difficult situation to step in to manage. People often doubt the capabilities of new managers, let alone a first-time manager.
If a subject matter expert (SME) becomes a first-time manager, though they are skilled troubleshooters, and have a reputation for accurately diagnosing issues, this often doesn’t translate to improved team performance. The dissonance literally comes from the target of the troubleshooting. They leverage their best skills (critical thinking) at, and to help their team in what they think is the most efficient way possible-without seeking team input, since this slows them down, in their mind. They know how to be a contributor, but they don’t know how to draw out contributions of others. Further, they are often "in their head" and forget to encourage good behavior, since in their minds this should be "a given" contribution of an employee.
This can create a tough situation and teams must go through several experiences before they can work together effectively. What's more, since the market is tight, and vacancies are extending, these new first-time mangers are taking over an area that could be in turmoil with other open unfilled positions, requiring extra work by everyone.
Yikes! But this doesn't have to be a "pick your poison" dilemma. First-time managers have new and fresh perspective that can yield new options. They can be new graduates, with the latest knowledge and cutting edge approaches to using technology. They can be from an underrepresented population, and represent a commitment to DEI. Every time someone is a first-time manager, it backfills the significant managerial exodus through career changes, burn out, and retirements, which are happening 37% quicker than expected.
What can leadership do to significantly increase the success and positive impact of first-time managers?
Interim Management. As soon as there is a management opening, assign an interim manager with true R&A to bridge gaps. This manager should be accessible; communicate to the team how to access this manager when they are absent from the area. HR should stay in close contact to the team and the interim manager, paying particular attention to whether they are getting overloaded. If an employee within the group is to manage the team, communicate this clearly, adjust work accordingly, and again, HR should stay in close contact with them, and the team. If this is a temporary level up in responsibility, they should be bonused accordingly. This will go a long way in communicating the value in the person taking on the additional load, and also demonstrate to the team the value of the managerial position; this will shift attitudes today and in the future. If you don't have anyone that can truly dedicate time to the team, hire a fractional manager (or eliminate the position and divvy up the responsibility, since apparently it isn't needed).
Orientation Schedule. Arrange an orientation schedule, minimally involving all with whom the manager would interact and include team and 1:1 lunches. Companies normally do this for new hires, but rarely do it for internal transfers and promotions. Also, with an internal hire, remove previous responsibilities from their plate (unless you are combining positions, in which case a salary evaluation is in order).
Professional Membership. Pay for a professional membership for the first-time manager-there are some quality organizations out there with serious resources available (e.g., PMI, SHRM, ASQ, ASCM, etc.) to members at no additional cost, including toolboxes, checklists, templates, standards, etc.
Check in on them regularly. As a management team, make a commitment that any negative feedback will be taken as a short-coming of the team in transitioning the new manager, and get them the support they need!
Simultaneous Team Training. Have the team take training as a group to support employee engagement, conflict resolution, problem solving, etc. Everyone should know how to give and receive engagement! Another great choice is systems thinking training using DSRP. This is a "thinking system" developed by Dr. Derek Cabrera involving 4 simple rules-The Distinction, System, Relationship, and Perspective Rule. Empathy is inherent result of a DSRP approach, since you take different perspectives of a system, distinction, relationship, etc. Develop empathy in the team and the first-time manager and you increase the chances of success.
Employee Resource Group for First-Time Managers/Managers. Give this group a budget for training, time to meet, and power to redistribute work, or authorize a new position.
Understand project management. Some companies don't understand the importance of a systematic, agile project management process. A good project management process will ensure you identify the right projects, spend money effectively, adjust to changes, and manage resources and stakeholder expectation for step-ahead outcomes for the company, and the first-time manager!
For more information about organizational training options contact PLS Management Consulting here. Additional detail on DSRP can be found here at Cabrera Research Labs, along with other training options.
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